employees

2.5 million turnover and 60 employees explain why

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Last Tuesday, November 11, El País confirmed What had been a rumor in Spanish audiovisual circles for months: Javier Calvo and Javier Ambrossi, Los Javis, had ended their romantic relationship after thirteen years together. The news leaves us, beyond the inevitable morbidity of any media breakup, an additional question: what happens when one of the most profitable creative partnerships in Spanish cinema of the last decade breaks? Who are they? The Javis were, in addition to a couple, a brand: a business model that had turned complicity into aesthetics through the romantic narrative of two boys who had met on Facebook in 2010. Both were actors and shared a particular vision, which came to fruition in 2013 with ‘The Call’, a modest musical that began being performed in the hall of the Teatro Lara in Madrid. It ended up becoming a phenomenon with more than 600 performances, 300,000 spectators and a film in 2017 that would gross 2.7 million euros. There they discovered that there was a public hungry for their particular cocktail of kitsch and LGTBIQ+ claim. The takeoff. came with ‘Paquita Salas’. What started in 2016 as a prank video recorded with friends (among them, Brays Efe and Anna Castillo) while watching ‘Big Brother’, became a web series for Flooxer shot in eight days. Netflix saw the potential, signed the series in 2017 and for the second season, the budget multiplied and ‘Paquita Salas’ became a viral product and basic for the penetration of the then young platform in Spain. The definitive consecration was ‘Poison‘ (2020), the miniseries about Cristina Ortiz for Atresplayer Premium that It became the most viewed content in the history of the platformskyrocketing subscriptions from 147,000 to 235,000 in just one month. Its free-to-air premiere on Antena 3 swept 2.5 million viewers and shares of 14.9% and 18.9%, won multiple awards and consolidated Los Javis as creators of international prestige. The Javis SL. In parallel, they built their business empire. First with Suma Latina, its original production company, and then, in 2021, with Suma Contenta strategic evolution that allowed them to encompass non-fiction and entertainment. Since then they have produced hits like ‘The Messiah‘ (her most ambitious project, for Movistar Plus+, also winner of multiple awards at the Forqué and Feroz and with international distribution) or ‘Superstar‘. The core company valuation and its subsidiaries reaches 2.5 million euros, with assets close to 20 million and more than 60 employees. The Javis have gone from creators to brands with success, appearing as a couple on television shows mainstream like ‘Mask Singer’, ‘Operation Triumph‘, or as presenters of the gala of the Goya 2024. One of the two questions. In 2019, the Javis They went to ‘La Resistencia’ and they answered the famous question of how much money they have in the bank. The response was spectacular: each one had 300,000 euros in their personal accounts, in addition to a shared account, to which was added, of course, what they had invested. Six years later, the joint assets have multiplied to become a business and real estate network. For example, his mansion in Pozuelo de Alarcónvalued at 1.5 million euros, acquired in 2024 after moving from Malasaña. Three floors with a swimming pool, garden, barbecue area and a basement conceived as a creative space that includes a private nightclub, cinema and gym. And now what. For all these reasons, the breakup not only implies an emotional risk, but also an economic one. The Los Javis brand implicitly included that narrative of an inseparable couple. But… how much are the platforms willing to pay for “half Javi”? But the truth is that the breakup is not as recent as it seems: apparently They attended the Primavera Sound in Barcelona together in June 2025 and already stayed in different rooms. Social networks also launched warnings when Ambrossi deleted his Instagram accountsomething unusual for someone whose digital presence is a basic part of their brand. Calvo kept his profile active but stopped publishing photographs with his partner. The lace In it ‘La Revuelta’ program dedicated to RosalíaBroncano’s program had a handful of special guests as a “neighborhood’s patio.” Calvo appeared, for the first time, alone. A few hours later, El País confirmed the breakup and, when other media reported the news, some pointed because the real separation had occurred several months ago. And there is an important strategic detail: they have not made the breakup public until they finished filming their new film, ‘The Black Ball’. It is inevitable to think about a strategic decision, and it underlines the extent to which the couple’s brand was essential to their business. And it also explains why, for the moment, the common company remains in place so that they can continue together. Professionally, at least. Header | Wikipedia In Xataka | There are many people who hate Santiago Segura’s films. The problem is that they “save” Spanish cinema every year

the household employees of the ultra-rich who earn more than Pedro Sánchez

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In the month of April we count a trend that was beginning to circulate among that sector of civilization that is capable of having eight or more figures in the bank account. The ultra-rich, after years spending fortunes on home automation of their mansions, had decided to return to analog times by eradicating any trace of technology in homes. But it’s one thing to throw LEDs, and quite another to throw a Picasso. Because they don’t ignore works of art and luxury furniture. In fact, they pay a premium for their care. Even more than a president of the government. The art of cleaning luxury. In the universe of the richest households on the planet, cleaning is no longer a household chore: it is a painstaking science, a highly specialized skill, and a six-figure job. He told it in a extensive Bloomberg report with cases like that of Gina, who with 26 years of experience in domestic service, is today a executive housekeeper in the San Francisco Bay that wins more than $100,000 a year for taking care of mansions where each piece of furniture is a work of art. Her rise from basic cleaning to managing multimillion-dollar residences reflects a global phenomenon: the transformation of luxury cleaning into a skilled profession driven by the sophistication of contemporary design and the shortage of trained staff. In these houseserror is not measured in stains but in thousands of dollars: a miscalculated rub can destroy the original finish of a knob or the shine of a collector’s piece. In this ecosystem, cleaning requires as much technical knowledge as a kind of restorer or even a museum curator. The new frontier of cleaning. All this is understood due to the rise of high-end design, which has raised standards of domestic work at unprecedented levels. In the houses where Gina works, the objects are no longer “furniture”, but investments and fragments of history: tables by Diego Giacometti more expensive than a Ferrarisofas by Jean Royère valued in millions or pieces by François-Xavier Lalanne that reach record numbers at auctions. Cleaning them requires knowing the materials, understanding their chemical reactions and applying precise protocols. Wood, metals, fabrics, glass or rattan become conservation challenges more than hygiene challenges. Common products and tools (such as popular Swiffer) are, according to expertsenemies of conservation: they alter surfaces, remove patinas or introduce chemical residues. The correct thing to do is almost artisanal: moisten your hands, use a cotton cloth and maintain just the right humidity to trap the dust without damaging the material. The border between cleaning and disinfecting, seemingly trivial, is essential: “You cannot disinfect without cleaning first,” repeat the trainers, aware that ignorance can cost more than an annual salary. Shortages and astronomical salaries. The value of these professionals has been triggered. Before the pandemic, a housekeeper with experience maintaining luxury homes earned a few $60,000 annually. Today, that figure easily exceeds the 100,000more benefits and bonuses. In fact, demand has grown at the same pace as extreme wealth and the proliferation of delicate objects. Training companies like that of Charles MacPherson in Toronto they offer five week programs that combine communication with the employer, home security and cleanliness with contemporary design. The lack of qualified personnel has made housekeepers executives in a good scarce and coveted. To give us an idea, they remembered in Bloomberg that some are the subject of “signing” attempts by other millionaires, aware that a good professional can be the difference between preserving or ruining a collection. The competition, Gina explained.is fierce: “There are very few truly professional people in this, and many see it as a minor job.” In reality, luxury has redefined cleaning as a technical discipline where knowledge outweighs strength, and confidence outweighs hierarchy. From home to museum. The cultural change surrounding this new elite of cleaners also reflects a mutation in the relationship of the upper classes with its spaces. Billionaires’ homes have become hybrids between home and gallerywhere maintenance is part of the value of the heritage. Owners not only buy beauty, they buy responsibility: each object requires a conservation regime, and cleaning becomes an extension of curation. Here a mistake can be catastrophic: the case of the housekeeper who, when trying to “reshine” the handles of a door, removed an intentional patina and caused $75,000 damageis already a classic of the sector. In these houses, the hands that clean are not invisible: they are part of the ecosystem that protects the investment and maintains the aesthetics. The paradox is that a historically undervalued profession has become, at the top of the social pyramid, a profession as delicate and exclusive as the objects it touches. Economy of precision. The rise of cleanliness luxury to professional category highlights the contemporary logic of the market: when wealth multiplies and objects become irreplaceable, the care becomes a luxury in itself. In this environment, the shortage of trained personnel raises salaries, but also redefines the prestige of the profession. The professionalization of high-end domestic service marks a new frontier in the care economy: that of maintenance as art. If you like, Gina and her colleagues are no longer cleaners, they are guardians of heritage material of an elite that prefers to pay more than risk a unique piece. Thus, in the meticulous silence of those mansions, where each surface is worth as much as a sports car, the cotton rag has become a symbol of status, precision and trust. Image | Pexels, Pexels In Xataka | Barcelona has surpassed Vienna and Geneva: the rich now prefer to live near the beach, have fiber optics and public healthcare In Xataka | If the question is which is the place in Spain where there are the most millionaires and why, the answer is obvious: in Madrid, of course.

proposes an ERE for 1,200 employees in Madrid and Barcelona

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The round of more than 30,000 layoffs that Amazon announced at the beginning of the week seemed something far away. Finally, the figure was lowered to 14,000 layoffswhich is still dramatic. However, two companies linked to Amazon in Spain have initiated employment regulation files (ERE) for their workers in Madrid and Barcelona, ​​which indicates that Spain is also among Amazon’s workforce reduction plans. 1,200 jobs between Madrid and Barcelona Just a few days ago, Amazon announced a round of staff layoffs that would affect some 14,000 employees around the world. According what was published by EFE and Europa Press, the company’s corporate employees in Spain will be part of that adjustment. As confirmed by Amazon at the request of Xataka, two employment regulation files have been opened in the companies Amazon Digital Spain, whose offices are located in Madrid, and Amazon Spain Services, located in Barcelona. The combination of both processes will affect up to 1,200 employees of these corporate offices. Sources from EFE point out that the layoffs would be limited only to the staff of those offices, but not to the operations and logistics part that Amazon has spread throughout the national territory. Amazon’s global workforce is estimated at around 1.5 million employees, of which around 350,000 hold corporate positions. According to data from 2025 provided by Amazonits staff in Spain would be about 28,000 employees distributed in 19 provinces. Amazon indicated in its official statement on the reduction of 14,000 jobs globally, that those affected would be offered a period of 90 days to look for a new position within the company, although it was clarified that this period could vary depending on the legislation in force in each country, so we do not know if those affected by this ERE will be able to relocate to other positions within the company. It’s not for money, it’s for agility Amazon’s decision in Spain is known just after publishing one rrising economic resultsin a context in which the company continues to break turnover and profit records. The reaction from the Government has not been long in coming from the Minister of Labor, who from her profile on BlueSky has attacked Amazon and its founder: “A company that has million-dollar profits and that leaves its workers stranded is a model of shame. The “Amazon miracle” is this: Jeff Bezos at the service of Trump, not paying taxes, destroying small businesses and mistreating its workers,” wrote Yolanda Diaz. Unlike what usually happens, the constant layoffs that are taking place in large technology companies (and in other that they are not) They are not explained in a context of financial crisis of those companies (which, in fact, set records in your quotes) but in a scenario of optimizing their templates to be more agile in the race for AI. This is how Andy Jassy, ​​CEO of Amazon, explained it in recent statements reported by CNBC: “It’s actually a question of culture. If you grow as fast as we did for several years, you know, the size of the companies, the number of people, the number of locations, the types of businesses you’re in, you end up with many more people than before, and you end up with many more layers.” Eliminating those layers of middle positions reduces your internal bureaucracy and speeds up decisions. In Xataka | Big Tech doesn’t stop firing its engineers. At the same time, they have stepped on the accelerator in hiring Image | amazon

Bill Gates was obsessed with knowing how long his Microsoft employees worked. So I looked at the parking lot

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All the millionaires who have triumphed in the field of technology They tend to be people of remarkable intelligence, who over time have developed skills that, to the rest of humanity, They seem curious to us at the very least. Jeff Bezos developed an almost unhealthy obsession with optimize time in meetings and Elon Musk He can’t stand anyone opposing him when he has made a decision. Bill Gates, for his part, is known for being especially inquisitive with his employees, developing his own techniques that bordered on toxic to control whether his employees were in the office or already they had gone home. If the boss doesn’t leave, neither will the employees.. In 2016, the founder of Microsoft made some surprising statements on the BBC about how it controlled which employees worked the most hours. One of the things Gates valued most when he ran Microsoft was the commitment and dedication of his employees. “At that time I was quite extreme with work. I worked on weekends. I didn’t really believe in vacations,” he told the British network. The millionaire has an excellent memory for data, which is why he was able to memorize the license plates of his employees’ cars and relate them to their owners to know who was in the offices when he arrived and who had left before him. His partner Paul Allen corroborated Gates’ confession in an interview with Vanity Fair. “Microsoft was a high-stress environment because Bill drove others as hard as he drove himself. He was becoming the foreman who hung around the parking lot on weekends to see who had arrived.” In-person presence is not enough. In addition to being a somewhat toxic attitude towards their employeesGates soon realized that this was not the most effective system to monitor your staff. Verifying the unreliability of this system helped Gates to recognize that presence is not the best indicator for measure employee performance. An approach that, perhaps, the current managers of some companies should review when it comes to design return to office policies. “The Fireproof” Gates. Paul Allen tells in his interview with Vanity Fair a Gates anecdote with an employee who had worked 81 hours in four days to get a project done: “Toward the end of the work week, Gates asked Greenberg what he would be working on the next day. Greenberg notified Gates that he planned to take the next day off, to which Gates responded, ‘Why would you want to do that?’ Gates couldn’t understand it. “He never seemed to need to recharge his batteries.” However, as Gates himself acknowledged when analyzing his own behavior, Working long hours has nothing to do with being more productive. Burnout takes a toll on productivity and can end up being counterproductive to your company’s interests. Furthermore, the company grew so much that it was increasingly difficult to learn all the car license plates. ”In the end, I had to relax when the company reached a reasonable size.” Burned worker syndrome. Overloading employees in this way with eternal hours is one of the main causes of sick leave and resignation among employees. The World Health Organization (WHO) includes the Burnout worker syndrome in your International Classification of Diseases This syndrome affects 10% of workers and in its most severe forms can cause more serious disorders in between 2% and 5% of workers, leading to depression and anxiety. The 2022 Labor Market Guide prepared by Hays detected that more than 30% of the workers surveyed stated that, after the pandemic, the feeling of burnout among employees had increased, being one of the main reasons for many of them to join the company. silent resignation. Take care of employees to improve productivity. Work culture has evolved significantly since the days when Gates was at the helm of Microsoft. Companies increasingly value work-life balanceand they recognize that employees need time to rest and recharge. Even Gates himself has changed his stance on vacations, recognizing the importance of rest for mental and physical health, as he stated in a talk about Alzheimer’s in your YouTube channel. In Xataka | Bill Gates has been a famous “workaholic” but he knew who to hire to solve problems: the lazy ones In Xataka | Bill Gates liked to step on him: his Porsche 911 discovered him on a 2,000 kilometer trip and the police also discovered him Image | Commons

Amazon is not done with layoffs, according to Reuters. A new round will affect thousands of employees starting this week

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Amazon is preparing for a new wave of layoffs that could reach up to 30,000 corporate jobs starting this Tuesday, according to information provided by Reuters. The stated objective within the company is to cut expenses and correct the oversizing of personnel derived from the years of greatest demand during the pandemic. The news agency points out that, if confirmed at these levels, it would be the largest internal adjustment since the around 27,000 cuts that began at the end of 2022. The new cut comes in a context of constant changes within Amazon since Andy Jassy assumed executive management. In these three years, the company has alternated layoffs and new hires. The first wave of mass layoffs under Jassy took place in November 2022 and mainly affected the Devices and Services teams. Since then, the company has continued to review its internal structure in search of a balance between efficiency and growth. The figures. The plan contemplates up to 30,000 corporate cuts, according to the aforementioned media, which is equivalent to almost 10% of Amazon’s approximately 350,000 office employees. In its total global workforce, of about 1.55 million people, it represents a smaller fraction, but the internal impact would be considerable. If confirmed, it would be the company’s largest personnel adjustment since the around 27,000 positions eliminated between 2022 and 2023. The exact figure could vary depending on the financial priorities of each division. Where it impacts. The most affected divisions will be, according to Reuters, the Human Resources departments – known internally as People Experience and Technology –, along with the Devices and Services areas, and part of the operations. In the last two years, Amazon had already made minor cuts to several of these teams, including communications and podcasts. The new departures, which begin this week, point to a broader reorganization within corporate structures. Why now. Since his arrival, Andy Jassy has promoted a restructuring aimed at reducing what he himself described as excessive bureaucracy. Its strategy includes cutting hierarchical levels and promoting the use of artificial intelligence to optimize internal work. Jassy had already anticipated in June that the advancement of these tools would cause new cuts, by automating routine tasks. How will you communicate? The management teams began internal training this Monday to manage communication with affected employees, according to the sources consulted. Email notifications are scheduled for Tuesday morning, when the process will formally begin. Amazon wants area managers to be able to answer their teams’ questions and offer support during the transition. While preparing this internal adjustment, Amazon is heading towards a new Christmas season that promises to be intense. The company plans to hire about 250,000 temporary employees to reinforce its logistics centers, the same figure as in the previous two years. Next Thursday it will present its third quarter results, where it is expected to detail the impact of its internal reorganization and forecasts for the end of the year. Images | Amazon (1, 2) | tonodiaz In Xataka | The striking thing is not that Accenture is laying off 11,000 workers for AI: it is that it is hiring many more for AI

Nestlé has announced the dismissal of 16,000 employees and its CEO has revealed the reason: “we will automate our processes”

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Nestlé has announced the layoff of 16,000 employees worldwide, and it will fall especially on so-called “white collar” jobs. Among the reasons that the company argues through of a statement one stands out: “We are evolving and will simplify our organization and automate our processes.” The decision has generated uncertainty both globally and in Spain, where its Spanish subsidiary has more than 4,000 employees and several factories. However, the most surprising thing is that, for the first time, it is a food company and not technological who makes a decision of this nature: cut jobs to flatten the organization and automate office roles. Change to a more aggressive dome. Nestlé has taken a drastic turn in its internal policy by announcing the elimination of 16,000 positions of work. That represents about 6% of its total global workforce. This decision has surprised the markets, since it occurs just after having presented results that show growth in its income and sales throughout 2025. Shortly after, its new CEO Philipp Navratil explained on your LinkedIn profile the company’s determined commitment to automate and digitize its processes under a cost reduction plan driven by the new direction of the company. In fact, the previous board already had an adjustment plan in place in which 541.4 million euros were going to be saved. With the new management leadership, the savings objective has doubled to 1,082.8 million euros by 2027. The layoffs are no longer due to economic problems. When a company announced layoffs, they were usually associated with a bad economic situation. However, as we have seen in different technology companies such as Amazon, Google or Microsoft, layoffs and finances are already They are not necessarily related. In the case of Nestlé, the company recorded organic sales growth of 3.3% in the first nine months of 2025, consolidating its figures in different global markets. As Navratil explained, the main argument for the layoffs is the company optimization to prepare it for a future competitive scenario and, to this end, it was going to focus on simplifying the organization and automating processes (with AI?) when appropriate. The same argument that big technology They have been using it for months in the context of the race for AI. Distribution of layoffs and their impact. As confirmed by Nestlé, the layoffs will mainly affect “white collar” workers and around 12,000 employees will be in the office and administrative functions, while around 4,000 more layoffs will be distributed between production and supply chain departments. The company has not detailed the exact geographical distribution of the layoffs, which maintains uncertainty in key markets such as Spain, where staff and unions have shown concern about the possibility of factories closing or production being reduced in certain cities. Nestlé employs around 4,000 employees in Spain in 10 production centers in five autonomous communities: Cantabria, Asturias, Extremadura, Galicia and Catalonia. In Xataka | Big Tech doesn’t stop firing its engineers. At the same time, they have stepped on the accelerator in hiring Image | Nestle

almost a million employees for a colossal project

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BYD surpassed 968,900 employees by the end of 2024, more than Tesla, Toyota, Ford, BMW and Renault combined. It is a figure that would be absurd for any traditional automaker, but it has a simple explanation: BYD is not just an automaker. Methodological note: This figure includes the entire BYD Group, not just BYD Auto. Unlike manufacturers that clearly separate their divisions, BYD operates as an integrated ecosystem where the majority of employees are directly or indirectly linked to the automotive business. The company does not publish a breakdown by division. Why is it important. The Chinese company has built the largest vertical integration ecosystem in the automotive industry worldwide. Tesla, for example, buys batteries from Panasonic and chips from third parties, but BYD manufactures absolutely everything in-house. Its business model covers four complete industrial sectors: The automobile division is only the most visible, but also manufactures electronics for Apple. And it produces batteries as the second largest manufacturer in the world. It also develops components from semiconductors to heat pumps. More than 110,000 of its employees work exclusively for Apple’s supply chain, assembling 30% of its iPhones and iPads. The BYD figure, as we said at the beginning, is for the entire BYD group, not just BYD Auto. Other manufacturers have their own nuances: Volkswagen’s 656,134 employees only include the automotive group (Volkswagen, Audi, Porsche, Skoda, etc.), and not large divisions such as finance. However, it does include small divisions of components, such as engines or transmissions. The 389,144 employees of Toyota are only from Toyota Motor Corporation, it does not include Industries (components, textiles, forklifts, etc.), Aisin (transmissions, brakes), Denso (electronic components) or Boshoku (interiors). The complete Toyota ecosystem would be about 800,000 employees. The context. BYD applies a long vertical integration: They internally produce batteries, semiconductors, software, heat pumps, electric motors, control systems, fast charging and structural elements. This strategy allows them total quality control, cost reduction and speed of innovation superior to rivals that depend on external suppliers. Its eight factories in China have tens of thousands of workers. Each one. The Zhengzhou plant has 60,000 employees and plans to hire 20,000 more. Furthermore, they have created authentic “industrial cities“with housing, services, commercial establishments and sports facilities for workers. In figures. The numbers justify the strategy: Employee growth: 37.73% in 2024 (265,400 new workers). R&D personnel: 110,000 engineers, the largest in the automotive world. Cars sold: 4.27 million units in 2024. Go deeper. The contrast with its competitors is striking: Tesla laid off 15,000 employees in 2024. Ford plans to eliminate 4,000 jobs in Europe. Renault is considering laying off 3,000. BYD continues to increase its workforce. However, direct comparisons are complex due to the different business structures mentioned above. They have hired almost 50,000 recent college graduates in two years in China. In the rest of the world they are also advancing: they are building factories in Hungary (2,000 jobs), Mexico (10,000 planned jobs), Brazil, Thailand and Indonesia. Its expansion model, as we have already seen in Spaingoes through the total localization of the production chain. The question is whether this model is sustainable in the face of increasing automation. In fact, Tesla has clearly shown its approach to robotization, but BYD seems to prioritize the human factor for the moment. At least for its model of total control of the productive ecosystem. Featured image | Tiago Ferreira In Xataka | If the question is “would I pay 100,000 euros for a BYD” the answer is “recharges in five minutes.” And we will see them next year

55 times more than its employees

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It is logical that the main director of a large company listed on the Ibex 35 has a high salary. After all, the responsibility of managing the money and resources entrusted to you by your investors falls on your shoulders. However, there is some debate about How much should CEOs earn? of companies with respect to the average salary of their employees. A recent report of the National Securities Market Commission (CNMV) confirms that each year the salary gap that exists between bosses and their employees grows larger. Rising wage gap. He CNMV analysis maintains that in 2024 Ibex 35 executives earned 55 times more than the average salary of employees in their own companies. This value has grown from the 53 times recorded in the previous year’s report. This calculation, according to the same report, was “only” 18 times in those listed outside the Ibex 35 and the global average of all Spanish listed companies was 33 times the average salary of their employees. This figure is above the 31 times that was recorded in 2023, evidencing an upward evolution of the wage gap that shows no signs of stopping. Salaries in figures. The CNMV report indicates that, over the last 20 years, the average salary of Ibex 35 CEOs has multiplied by 2.7, going from 1.37 million euros in 2004 to 3.73 million in 2024, which represents a total increase of 172%. On the other hand, only in 2024, the average salary of executive directors increased by 7.6%, reaching an average of 1.9 million euros, a salary amount that was far exceeded by some of the main executives of the Ibex 35. According to what was published by Digital EconomyHéctor Grisi, CEO of Santander, would have received a salary of 8.3 million euros; Carlos Torres, president of BBVA, received a remuneration of 7.15 million, or Florentino Pérez, president of ACS, who pocketed 7.95 million euros in 2024. In contrast to them, we find cases very far from those figures, such as that of the president of Aena, Maurici Lucena, who earned 190,857 euros gross in the same period. The magnitude of the gap. At the same time managers’ salaries reached three-digit increases, the average salary in Spain only rose 49.48% during the same period. In the case of employees, the average gross salary went from 18,435.6 euros in 2004 to 27,558.7 current euros. This increase was even below the accumulated inflation in that period which, according to INE data, It stands at 56.3%. This means that the average salaries of the workers of these companies not only did not grow at the same rate than that of their bossesbut it meant a direct loss of their purchasing power. Salaries have not only grown for CEOs. The data reveal that the salary increase has not only been recorded among executive directors, but remuneration to the boards of directors has also increased, increasing by up to 5.3% in 2024 alone, with an average total per leadership of 4.3 million euros. The report underlines that even within this business elite there is also a wage gap marked by gender. In 2024, female Ibex 35 executive directors earned, on average, 30.4% more than their male counterparts, although, due to the low number of women at the highest management level, this data varies greatly depending on the company and its representativeness is limited. In Xataka | The highest paid Spanish manager in the world does not work in a large technology company: he sells “sugar water” Image | Flickr (World Travel & Tourism Council), Wikimedia Commons (Barcex), CNMV

Openai is already worth half dollars, its employees are selling shares … and the San Francisco Explorado real estate market

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OpenAI has closed a secondary sale of shares of 6,600 million dollars that places its valuation at 500,000 million. In addition to a financial milestone, this is also an earthquake in the San Francisco real estate market, where employees more than two years old are monetizing part of their participations to buy properties. Why is it important. The operation allows current and old workers to sell Equity to investors eager to access the company’s shareholders or increase its presence in it. They are actors like SoftBank, Thrive Capital or MGX of Abu Dhabi. Openai had authorized sales for more than 10,000 million, although it finally only materialized 66% of that amount. A year ago, its valuation was 157,000 million. It rose to 300,000 million in March 2025, and now reaches 500,000 million, surpassing Spacex (456,000 million). The context. San Francisco real estate agents They are seeing something they had not seen before: Buyers who sell shares of private companies to pay tickets of $ 375,000 (the average in certain neighborhoods of the city) or directly buy in cash. Neighborhoods like Hayes Valley (renamed ‘Valley brain‘For the concentration of AI startups), Noe Valley and Mission Bay are receiving direct pressure from these new buyers with a deep pocket. Mechanics. OpenAI and other AI companies remain private (that is, without going to be traded in the stock market) much longer than the technological startups of previous generations. Employees cannot wait years in an IPO to access their paper wealth. So secondary markets, where private shareholders sell to institutional investors, have become the fast road to convert cash actions. Between the lines. This secondary sale fulfills two functions: On the one hand, it is a retention tool in the middle of a brutal war for talent: Goal has signed at least seven OpenAi Top engineers This summer, often with millionaire bonds. On the other, it allows Openai to keep employees happy who could be frustrated by the lack of liquidity, without having to go over or dilute the control. Yes, but. The OpenAI conversion into a profit company It has not been reversed by a final sentence. In March 2025, a federal judge rejected Elon Musk’s request to issue a precautionary measure to block that change, although he allowed several of his claims to proceed to trial. On the other hand, some investment conditions linked fund commitments (for example of softbank) to which OpenAi advanced with its restructuring, so that if certain milestones were not fulfilled, those commitments could be affected. Musk, who co -founded Openai and left the organization in 2018, sued Openai and Altman arguing that they had breached foundational commitments by moving away from his original non -profit mission. The impact. The consequences in San Francisco go beyond buyers with a lot of money: AI companies such as OpenAi, Anthropic and company are causing An increase in housing demand in neighborhoods close to their work. The cycle features: more well -paid employees generate more demand, more pressure on prices, and more need for immediate liquidity to compete in a market where cash offers have an advantage. Real estate professionals point out A change with respect to previous booms technological: Buyers not only have a high heritage, but also have access to immediate liquidity through secondary markets. They sell just enough for entry and closing expenses, and maintain their exposure to the company, but ensure a tangible asset that diversifies their risk. The big question. Is this sustainable? Openai right now is The most valuable startup in the worldbut loses money while competing in an AI infrastructure race that needs almost unlimited money. If the valuation bubble is deflated, thousands of employees with huge mortgages based on overvalued shares could be seen in trouble. At the moment, the secondary market is creating a new class of owners in San Francisco: AI engineers who have turned code into houses without waiting for the Wall Street bell to sound. In Xataka | Openai’s new social network is hilarious and addictive. So much that it is easy to forget what hides behind Outstanding image | Joshua Sortino

Accenture does not want employees who do not know how to adapt to AI. That is why they will replace 11,000 workers with people who do know

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The Accenture Technology Consultant has announced a radical transformation of its template. In the last three months, the company has fired about 11,000 people from its ranks, a round of mass layoffs that will also combine with massive hiring rounds for a single reason: adaptation to AI. And is that according to They point From Accenture, those employees who fail to recycle in AI will have to leave the company. Change of strategy. “We are dispensing within a compressed period of people for whom recycling is not a viable way,” explained Julie Sweet, CEO of Accenture, at a conference with analysts. The consultant has reduced her global workforce in more than 11,000 people in the last three months, from 791,000 employees to 779,000. The business optimization program will cost 865 million dollars, mainly in compensation. They are not just cuts. While they dispense with workers who cannot adapt, Accenture plans Increase your template Total in the next fiscal year in markets such as the United States and Europe. The company has doubled its number of professionals specialized in AI and data since 2023, from 40,000 to 77,000. Besides, They assure Having trained more than 550,000 employees in the foundations of the generative AI. “Our number one strategy is training”, assured Sweet, although also acknowledged that ‘the rhythm demanded by this new transformation does not allow everyone to wait’. Figures. Accenture billed 69.7 billion dollars in the last fiscal year, a growth of 7% that the company attributes directly to the mass demand of its clients to implement AI in its organizations. The generative AI projects represented 5.1 billion dollars in new hiring, compared to the 3,000 million of the previous year. “Our early investment in AI is paying off,” Sweet explained in the middle CNBC. Adaptation. Although Accenture presents AI as an expansion engine, the reality of the sector is more complex. The consultant foresee that income growth slows up to between 2% and 5% in this fiscal year. The demand for short -term consulting projects has been weak for two years, and the cuts in the spending of the US federal government, which represents 8% of its income, complicate the forecasts. Accenture actions They fell 2.7% after the ad, reaching its lowest level since November 2020. Mass layoffs in Big Tech. Accenture’s movement is not unknown. And is that great technology They have been replacing employees for some time traditional by specialists in AI. Microsoft has cut thousands of positions This year, but his CEO Satya Nadella confirmed In July that the total template remains “relatively unchanged” thanks to new hiring. Goal He fired 5% of his staff At the beginning of the year, although he later filled many of those positions with specialists in AI during the summer. Nor do all companies seem to be right in that balance, since Klarna, After breastfeeding their plans from AIhas reallocated engineering and marketing employees to customer service, as revealed by the Business Insider medium. What comes now. Accenture wait Save more than $ 1 billion with this restructuring, money that promises to reinvest in your business and workforce. “Each CEO and Board of Directors recognize that advanced AI is critical for the future. The challenge now is that most companies are not yet prepared for AI,” pointed out Sweet Cover image | Roberto Fiadone In Xataka | Bill Gates had a tendency to procrastination until he found an infallible remedy: Japanese companies

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